dilemma: a needed change stalls before you even get started. Keywords: marketing strategy marketing marketing implementation marketing success marketing your business business marketing marketing resources marketing consulting marketing education stategic marketing Article Body: Unless you're willing to wait for a crisis (that usually means someone gets fired), start thinking about "up-selling" change. "Up-selling" change means to persuade your employees that making a personal commitment to the change will reap them personal benefits. Similar to up-selling your customers by informing and sharing the value-add to your products or services, you need to demonstrate the value-add of your change initiative. Just like any business problem, you start by making the business case for change. Except in this situation, your employees become your target market. So, you better have a good answer to the "WIIFM" test - What's In It For Me? Even if you don't know the answer now, don't let that stop you. The best place to start looking for answers to that question is your employees. Go to them and get them involved in your thinking. The act of asking and listening not only engages them, but informs them as well. When people feel partially informed, not part of the "in the know" group, uncertain of what is really happening, and have no clear answer to "what's in it for me?" you are guaranteed to face stiff resistance to change. The act of engaging employees early on in the change process will accelerate acceptance and learning at a pace most managers would be thrilled to achieve. Weave people into your change plans - their buy-in, their reactions, their learning curve, their commitment (or lack of) to adopting the change. Don't bother to "up-sell" change without first administering the "WIIFM" test. The test is really rather simple. First, do a quick check of your team's vital signs. Walk around and randomly ask people questions like "So, what do you think of the changes we've been talking about?" "How do you think it will impact your job?" "Think you'll be able to adapt quickly to the new system?" You'll be surprised (and maybe pleased) with the feedback you get. If your employees can articulate a positive connection to their daily job performance, then you've passed the test. On the other hand, if you get answers that vary widely across the board, or responses like "what change are you talking about?" "I hope it's not like last time" or "we're so burnt out now, I don't think
piece
is
an
abstract
triptych
that
I
found
while
I
was
in
Atlanta
buying
religious
paintings
The
piece
was
called
Guardian
Angel
and
I
love
it
My
patrons
fell
in
love
with
it
as
well
They
have
asked
me
to
track
down
the
artist
and
see
if
he
has
anymore
religious
paintings
available
The
only
religious
paintings
that
I
actually
do
not
buy
are
ones
that
reflect
the
image
of
Jesus
on
the
cross
I
don’t
have
a
problem
with
them
some
of
them
are
extremely
well
done
and
would
more
than
likely
sell
well
but
my
investors
made
it
very
clear
when
they
financed
the
gallery
that
I
would
not
put
that
image
into
it
PPPPP
683
Ajello
Candles
The
motto
of
the
Ajello
Candle
Company
is
“It’s
better
to
light
a
candle
than
to
curse
the
darkness”
This
candle
making
company
has
been
in
business
since
1775
The
business
has
been
family
owned
for
seven
generations
The
candles
from
Ajello’s
are
well
known
for
their
beauty
and
quality
While
they
make
more
candles
now
than
in
1775
their
dedication
to
quality
and
to
customers
has
never
changed
The
Ajello
Candle
Company
was
founded
by
Rafael
Ajello
an
Italian
painter
He
was
also
a
beekeeper
so
he
tried
his
hand
at
using
bees
wax
to
create
candles
He
worked
hard
to
create
a
formula
that
worked
well
The
formula
combined
with
his
outstanding
artistic
ability
lead
to
the
birth
of
the
Ajello
Candle
Company
In
1785
the
company
earned
the
honor
of
creating
all
the
candles
for
the
Vatican
He
and
his
wife
ran
the
business
keeping
their
children
involved
in
the
processes
from
an
early
age
As
time
went
on
their
children
and
grandchildren
kept
the
business
running
as
well
as
passed
the
family
business
on
to
their
children
By
1862
the
company
had
established
itself
as
a
leader
among
the
candle
making
industry
They
had
also
added
perfumes
and
many
.
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